Implementation Planning & Execution

Implementation Approach

The goal of every business transformation project – successful implementation. From our perspective, this is defined as delivering the business case on time and on budget. Implementation success is rooted in five core factors, with an additional sixth success factor to consider.

Vision & Leadership: Clarity of what you are about to do – at multiple levels. If this is not clear from the business case, then success is unlikely from the start. If the vision is not communicated to and understood by everyone impacted by the transformation, then execution is slowed at the outset. This factor is leadership-driven.

Project Management: The application of project management methodology (described in the capability section). Failure to properly manage the initiative is the number one cause of failure, but this can be overcome with the right skills.

Process Improvement: The degree to which the business process is changed to ensure change is possible.

Supporting Resources: Successful roll-out of the physical changes – equipment, facilities, and information systems – that support the business process.

Performance Management: The capability and willingness of the staff to perform in the roles required in the new process and execute steps that will produce the expected return.

The additional factor to consider in successful implementation is the implementers themselves – the quality of the people involved, their ability to work as a team, and their ability to deal with risks and issues.

The Scenario

To understand the difference TBO brings, we can look at two approaches to implementation:

The Wrong Way

Failed systems implementation impacting the core supply function of a U.S. oil refiner: The project involved a large team with staff from multiple vendors. The team was fractured with each group executing on its own. Risks were not documented and the complexities of technical implementation were not well understood. Poor communication with sponsors allowed problems to be ignored until just before project due date. In assessing what went wrong we identified four factors:

Inexperience of the project manager in dealing with large teams

Failure to develop a sense of one team

Failure to identify and anticipate risks

Failure to have an open dialogue with sponsors to enable communication of bad news

The TBO Way

The TBO approach is to use talented and experienced teams to execute all aspects of delivery. To avoid these pitfalls our projects are staffed with experienced individuals or teams who bring a clear understanding of both technical requirements and the demands of the client’s domain.

Our PMs are all PMPs or have more than 20 years hands-on or both

Our people understand that they work in the client’s best interest, not on just in behalf of our portion of the task. We emphasize teamwork, across the project regardless of our role

We understand that risks need to be understood and either mitigated or planned for to ensure success

Our people all understand the importance of planned and open communication in any successful project and that communication is not always about good news wanted to get the importance of communication in there.